Tài liệu này dành cho sinh viên, giảng viên viên khối ngành tài chính ngân hàng tham khảo và học tập để có những bài học bổ ích hơn, bổ trợ cho việc tìm kiếm tài liệu, giáo án, giáo trình, bài giảng các môn học khối ngành tài chính ngân hàng
International Business 7e by Charles W.L. Hill McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12 The Strategy of International Business 12-3 Introduction What actions can managers take to compete more effectively as an international business? How can firms increase profits through international expansion? What international strategy should firms pursue? 12-4 Strategy And The Firm A firm’s strategy refers to the actions that managers take to attain the goals of the firm Profitability can be defined as the rate of return the firm makes on its invested capital Profit growth is the percentage increase in net profits over time Expanding internationally can boost profitability and profit growth 12-5 Strategy And The Firm Figure 12.1: Determinants of Enterprise Value 12-6 Value Creation The value created by a firm is measured by the difference between V (the price that the firm can charge for that product given competitive pressures) and C (the costs of producing that product) The higher the value customers place on a firm’s products, the higher the price the firm can charge for those products, and the greater the profitability of the firm 12-7 Value Creation Figure 12.2: Value Creation 12-8 Classroom Performance System What is the rate of return the firm makes on its invested capital? a) Profit growth b) Profitability c) Net return d) Value created 12-9 Value Creation Profits can be increased by: adding value to a product so that customers are willing to pay more for it – a differentiation strategy lowering costs – a low cost strategy Michael Porter argues that superior profitability goes to firms that create superior value by lowering the cost structure of the business and/or differentiating the product so that a premium price can be charged 12-10 Strategic Positioning Michael Porter argues that firms need to choose either differentiation or low cost, and then configure internal operations to support the choice To maximize long run return on invested capital, firms must: pick a viable position on the efficiency frontier configure internal operations to support that position have the right organization structure in place to execute the strategy [...]... foster a multidirectional flow of skills between different subsidiaries in the firm’s global network of operations The transnational strategy makes sense when: cost pressures are intense pressures for local responsiveness are intense 12-35 International Strategy The international strategy involves taking products first produced for the domestic market and then selling them internationally with only minimal... Expanding The Market: Leveraging Products And Competencies Firms can increase growth by selling goods or services developed at home internationally The success of firms that expand internationally depends on the goods or services they sell, and on their core competencies (skills within the firm that competitors cannot easily match or imitate) Core competencies enable the firm to reduce the costs of value... Performance System Which of the following is not an example of a primary activity? a) Logistics b) Marketing and sales c) Customer service d) Production 12-13 Operations: The Firm As A Value Chain Figure 12.4: The Value Chain 12-14 Global Expansion, Profitability, And Profit Growth International firms can: expand the market for their domestic product offerings by selling those products in international markets... strategy on a global scale The global standardization strategy makes sense when: there are strong pressures for cost reductions demands for local responsiveness are minimal 12-33 Localization Strategy The localization strategy focuses on increasing profitability by customizing the firm’s goods or services so that they provide a good match to tastes and preferences in different national markets The. .. strategy depends on the pressures for cost reduction and local responsivness in the industry 12-31 Choosing A Strategy Figure 12.7: Four Basic Strategies 12-32 Global Standardization Strategy The global standardization strategy focuses on increasing profitability and profit growth by reaping the cost reductions that come from economies of scale, learning effects, and location economies The strategic goal... costs, are most conducive to the performance of that activity, they realize location economies (the economies that arise from performing a value creation activity in the optimal location for that activity, wherever in the world that might be) By achieving location economies, firms can: lower the costs of value creation and achieve a low cost position differentiate their product offering 12-17 Location... product offering 12-17 Location Economies Firms that take advantage of location economies in different parts of the world, create a global web of value creation activities Under this strategy, different stages of the value chain are dispersed to those locations around the globe where perceived value is maximized or where the costs of value creation are minimized A caveat: transportation costs, trade... Which of the following is not a pressure for local responsiveness? a) Excess capacity b) Host government demands c) Differences in consumer tastes and preferences d) Differences in distribution channels 12-30 Choosing A Strategy There are four basic strategies to compete in the international environment: global standardization localization transnational International The appropriateness of each strategy. .. around the globe where they can be performed most efficiently and effectively realize greater cost economies from experience effects by serving an expanded global market from a central location, thereby reducing the costs of value creation earn a greater return by leveraging any valuable skills developed in foreign operations and transferring them to other entities within the firm’s global network of. .. when different stages of a value chain are dispersed to locations where value added is maximized or where the costs of value creation are minimized? a) Experience effects b) Learning effects c) Economies of scale d) A global web 12-19 Experience Effects The experience curve refers to the systematic reductions in production costs that have been observed to occur over the life of a product Learning . refers to the actions that managers take to attain the goals of the firm Profitability can be defined as the rate of return the firm makes on its invested capital Profit growth is the percentage. as an international business? How can firms increase profits through international expansion? What international strategy should firms pursue? 12-4 Strategy And The Firm A firm’s strategy. International Business 7e by Charles W.L. Hill McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12 The Strategy of International Business 12-3 Introduction